Clarifies accountability, decision authority and deliverable outcomes for family members, promoters, siblings, shareholders, next-generation members and professional management.
End authority claimed through ownership rather than contribution.
Give professional management a real mandate rather than revocable permission.
Publish entry rules for next-generation members before they are needed.
What a person does — the work itself, defined and visible.
What a person may decide, and within what limits.
What a person is answerable for, and to whom.
Mapping of current role, right and responsibility for every family and senior professional position.
Identification of overlaps, gaps and rights exercised without matching responsibility.
Published charter with compensation logic, entry rules and review cadence.
Indicative mapping items completed for each position under review.
State this position's three deliverables for the current year.
Reads: Role
What is the highest-value decision this position can take alone?
Reads: Right
Who reviews this position's performance, and how often?
Reads: Responsibility
Is any right held here without matching responsibility?
Reads: Alignment
Illustrative report — sibling-run distribution business
58
Role clarity
33
Right–responsibility match
41
Management mandate strength
26
Compensation logic
Illustrative composite. Client details are altered and anonymised.
ContextDuplicated sibling authority stalling every significant decision.
WorkRole–Right–Responsibility mapping and a published family charter.
ImpactCapital decisions gained a named owner, consultation path and closure point.
ContextA professional CEO undermined by informal shareholder instruction.
WorkDocumented mandate with defined override conditions and a board process.
ImpactRetention of the leadership team through a full transition year.
